Curriculum & Courses

This course kicks off the program’s overarching purpose: to enable students to lead into the future with vision, heart, and purpose. All aspects of the course will be applied to each students’ career objectives, infusing foundational knowledge with applied skills and strategies to navigate and lead in the digital age. In Digital Strategy and Leadership, students will learn key concepts and apply them to a Real-time, Real-world case study. Innovation is both associative and cumulative. We’ll race through tech history, the major innovation themes and land it in today’s world, all from a fresh perspective.

An exploration of the central concepts of corporate finance for those who already have some basic knowledge of finance and accounting. This case-based course considers project valuation; cost of capital; capital structure; firm valuation; the interplay between financial decisions, strategic consideration, and economic analyses; and the provision and acquisition of funds. These concepts are analyzed in relation to agency problems: market domination, risk profile, and risk resolution; and market efficiency or the lack thereof. The validity of analytic tools is tested on issues such as highly leveraged transactions, hybrid securities, volatility in initial public offerings, mergers and acquisitions, divestitures, acquisition and control premiums, corporate restructurings, and market inefficiencies.

Today, leaders must confront a world of volatility, uncertainty, complexity and ambiguity. It demands that we strengthen how we lead change. We are all being stretched to learn, unlearn, relearn, and this is especially true for technology leaders – who operate in the ‘eye of the storm’ of relentless change. In this context, strategic advocacy -- achieving support for change to address the challenges that confront an organization and the opportunities they provide – requires knowing and applying useful skills, behavior and practices to win commitment to new, even unanticipated directions. 
This is a full-semester core course in the MS in Technology Management executive program designed to expose students to practices, tools, frameworks, concepts, and real-world examples that will help you move from a technical/functional role to a senior executive orientation. Everyone’s journey is unique. As you apply the course content in real life you will be expected to choose, experiment with and adapt the relevant approaches most meaningful to your situation.

Law is infused into every part of business, especially through the lens of technology. Fluency in business and legal frameworks, risk/benefit principles, from idea to exit, is essential for any innovation leader. This course offers a deep dive into the critical phases of technology companies and their journey through growth, scaling, and eventual market exit. Topics include capital formation, contracts, intellectual property, human capital, and business transactions.

This course is a study of the policies and procedures germane to the internal operation of a technology-driven organization. Emphasis is placed on the principles of risk management and quality control, training and documentation requirements, standards design, and IT support systems.

This course enables students to understand the impact of IT on an organization’s transformative objectives. Students learn how to integrate IT as the key driver for business process change and for continuous improvement in incremental gains and for selective reengineering to effectuate substantial breakthroughs in process performance. Students will develop an in-depth understanding of how technology can have a push-effect on an organization’s processes and of the factors that must be in-synch to facilitate such an effect, e.g., organizational desire for change, corporate culture, and the strategic role that IT leaders must play in working together with the lines of business to effectuate this change.

This course provides a broad overview of applied analytics frameworks and methods to help organizations turn data into informative insights. The chain of inferences leading from data collection to utilization for decision-making represents a comprehensive and coherent validation framework for the use of data to inform real-life problems. The course covers tools for addressing a set of claims about a problem based on data: exploratory data analysis, multivariate regression, causal inference, network analysis, and predictive analytics. It also introduces computational methods in natural language processing and machine learning and how these methods are integrated and deployed within modern database frameworks to turn organizations in data-savvy organizations.

AAM helps students to recognize which applied analytic frameworks and methods to use to make smarter and better decisions and producing better results for their organizations. Students learn how different analytic methods are used to address critical data issues facing an organization and how best to apply those methods. Students learn how to conduct in-depth strategic analytic analysis of business problems and communicate those results to all levels of an organization — both technical and non-technical audiences. Students will have the opportunity to apply these analytic methods to real problems in specific industries associated with their area of interest.

This course serves as the capstone project for the M.S. in Technology Management degree. The capstone project requires synthesis of program content applied to real-world challenges. Students select and critically assess a real-world challenge and opportunity and develop an integrated digital transformation plan and solution. The purpose of the course is to learn to develop and apply the technical, leadership, and communication skills required to identify, develop, and implement solutions within organizations.

This course kicks off the program’s overarching purpose: to enable students to lead into the future with vision, heart, and purpose. All aspects of the course will be applied to each students’ career objectives, infusing foundational knowledge with applied skills and strategies to navigate and lead in the digital age. In Digital Strategy and Leadership, students will learn key concepts and apply them to a Real-time, Real-world case study. Innovation is both associative and cumulative. We’ll race through tech history, the major innovation themes and land it in today’s world, all from a fresh perspective.

An exploration of the central concepts of corporate finance for those who already have some basic knowledge of finance and accounting. This case-based course considers project valuation; cost of capital; capital structure; firm valuation; the interplay between financial decisions, strategic consideration, and economic analyses; and the provision and acquisition of funds. These concepts are analyzed in relation to agency problems: market domination, risk profile, and risk resolution; and market efficiency or the lack thereof. The validity of analytic tools is tested on issues such as highly leveraged transactions, hybrid securities, volatility in initial public offerings, mergers and acquisitions, divestitures, acquisition and control premiums, corporate restructurings, and market inefficiencies.

Law is infused into every part of business, especially through the lens of technology. Fluency in business and legal frameworks, risk/benefit principles, from idea to exit, is essential for any innovation leader. This course offers a deep dive into the critical phases of technology companies and their journey through growth, scaling, and eventual market exit. Topics include capital formation, contracts, intellectual property, human capital, and business transactions.

This course is a study of the policies and procedures germane to the internal operation of a technology-driven organization. Emphasis is placed on the principles of risk management and quality control, training and documentation requirements, standards design, and IT support systems.

Today, leaders must confront a world of volatility, uncertainty, complexity and ambiguity. It demands that we strengthen how we lead change. We are all being stretched to learn, unlearn, relearn, and this is especially true for technology leaders – who operate in the ‘eye of the storm’ of relentless change. In this context, strategic advocacy -- achieving support for change to address the challenges that confront an organization and the opportunities they provide – requires knowing and applying useful skills, behavior and practices to win commitment to new, even unanticipated directions. 
This is a full-semester core course in the MS in Technology Management executive program designed to expose students to practices, tools, frameworks, concepts, and real-world examples that will help you move from a technical/functional role to a senior executive orientation. Everyone’s journey is unique. As you apply the course content in real life you will be expected to choose, experiment with and adapt the relevant approaches most meaningful to your situation.

The course examines the intricacies of managing technology personnel, and building relationships and influence with the business in an evolving global economy, the changes as a result of the Coronavirus pandemic, and also due to continuing advances in technology.

We will spend time focusing on the following challenges:

• Building personal effectiveness.
• Understanding the role of emotional intelligence (EI) in relationships.
• Learning how to manage, influence, and engage people to deliver IT services and solutions.
• Running diverse and global projects (skill-wise and culturally).
• Managing multiple priorities and influencing results.
• The importance of clear communication between technology management, developers, programmers, implementers, users in the business, and business management at all levels in the pursuit of creating and adding business value.

This course enables students to understand the impact of IT on an organization’s transformative objectives. Students learn how to integrate IT as the key driver for business process change and for continuous improvement in incremental gains and for selective reengineering to effectuate substantial breakthroughs in process performance. Students will develop an in-depth understanding of how technology can have a push-effect on an organization’s processes and of the factors that must be in-synch to facilitate such an effect, e.g., organizational desire for change, corporate culture, and the strategic role that IT leaders must play in working together with the lines of business to effectuate this change.

This course provides a broad overview of applied analytics frameworks and methods to help organizations turn data into informative insights. The chain of inferences leading from data collection to utilization for decision-making represents a comprehensive and coherent validation framework for the use of data to inform real-life problems. The course covers tools for addressing a set of claims about a problem based on data: exploratory data analysis, multivariate regression, causal inference, network analysis, and predictive analytics. It also introduces computational methods in natural language processing and machine learning and how these methods are integrated and deployed within modern database frameworks to turn organizations in data-savvy organizations.

AAM helps students to recognize which applied analytic frameworks and methods to use to make smarter and better decisions and producing better results for their organizations. Students learn how different analytic methods are used to address critical data issues facing an organization and how best to apply those methods. Students learn how to conduct in-depth strategic analytic analysis of business problems and communicate those results to all levels of an organization — both technical and non-technical audiences. Students will have the opportunity to apply these analytic methods to real problems in specific industries associated with their area of interest.

This course serves as the capstone project for the M.S. in Technology Management degree. The capstone project requires synthesis of program content applied to real-world challenges. Students select and critically assess a real-world challenge and opportunity and develop an integrated digital transformation plan and solution. The purpose of the course is to learn to develop and apply the technical, leadership, and communication skills required to identify, develop, and implement solutions within organizations.

This course provides coverage of modern database architecture and how organizations extract, transform, and load data to set the foundation for deep analytics within their organization. Students will develop a broad understanding of cloud-based computing environments such as Amazon’s AWS and Microsoft’s Azure, MapReduce and data parallel applications using Hadoop, noSQL databases such as MongoDB. Students will learn how to develop a strong working knowledge of relational and non-relational databases, structured and unstructured data, as well as scalability and performance issues as they relate to modern applied analytics. Students will cover different types and scales of data and how to apply the best database framework for their organization’s analytic needs. The course will provide case studies from industry and students will apply their knowledge to architect real business solutions, not only the optimal architectural framework but the total costs, including hardware, software and human costs, to implement such a solution.

This course is designed to provide a fundamental understanding of the capital raise process for early-stage founders and technology leaders who are seeking seed and growth capital for their innovative solutions. The course will begin with a survey of the state of current fund-raising market and the types of capital available in market along with their relevant terms. The course will then dive deeper into the various aspects of the fund-raising process including 1) fund-raising strategy development, 2) engagement tactics with the fund-raising community, and 3) understanding term sheets and financing agreements Students will also develop their pitch materials as they progress through the course and be expected to present or submit their pitch materials along the way.

With the advent of generative AI and the impending arrival of quantum computing, risks to organizations and individuals have grown exponentially. Innovation in offensive and defensive tools and technologies continue to increase. How does a leader keep up? Leaders must know how to work with internal experts and to manage these issues internally, with Boards and for the public. Proficiency in strategies and principles, some of which date back to the ancient Greeks and Chinese, prevail over tools.

The Internship in Industry course offers students the preparation to excel in the marketplace with hands-on experience within an organization. The ideal internship will provide students an opportunity to gain tangible and practical knowledge in their chosen field by taking on a position that is closely aligned with their coursework and professional interests.

This course is structured around the internship experience. In the first assignment, students will author learning objectives to complete in their internship and review these learning objectives with their site supervisor. Students should also expect that after completing this course they will be able to:

• Discuss the application of program content and theory in a professional context (LO1)
• Define a plan for assessing and building their professional competencies (LO2)
• Describe an organization’s culture and assess their cultural “fit” (LO3)
• Make recommendations for the types of behaviors, structure, and culture they would want to see in a future workplace setting (LO4)

Before registering for this course, students must secure an appropriate graduate-level internship, complete the Internship Application Form and receive approval from the academic program. It is highly recommended that domestic students complete at least 12 points (credits) prior to completing an internship. International students must have completed at least two terms before completing an internship and apply for & receive CPT approval through the ISSO Office unless they completed their undergraduate degree in the U.S. and enrolled in graduate school immediately after obtaining their undergraduate degree.

To receive approval, the internship must:

• Provide an appropriate opportunity for students to apply course concepts
• Fit into the planned future program-related career path of the student
• Provide a minimum of 210 hours over the semester
• Internship dates must coincide with the start and end of the term you are enrolling in the course. You may not complete this course for a previous internship or for an internship you plan to take in the future. The internship and course must be done at the same time. 

Availability

On Campus: Fall and Spring
Online: Summer